Stacie Mintz: Managing Director and Head of Quantitative Equity, PGIM

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Stacie Mintz“I took the initiative to lead before I was formally in a leadership role,” says Stacie Mintz. “You don’t need direct reports to be a leader. You can influence, mentor, and shine without the hierarchy of a team reporting to you.”

Starting her career at PGIM as an analyst in the multi-asset side of the quant business, Mintz set herself apart by making decisions when others hesitated, trusting her instincts and offering solutions. Rather than just alerting portfolio managers when money came in for the business to invest, she went a step further and proposed how she thought it should be invested.

“Nine times out of ten, the portfolio manager signed the trade ticket I presented, and when they didn’t, they explained why, which was a huge learning moment for me.” This proactive approach didn’t go unnoticed, and earned her a promotion to portfolio manager, where she eventually oversaw $10 billion in assets for the Prudential pension plan.

In managing the asset allocation for pension plans, Mintz recognized the important role equities played in meeting pension promises. Her experience in using both fundamental- and quant-driven strategies to balance risk and return sparked her interest in being more involved in the evolution of PGIM’s quant core strategies, eventually leading to an equity portfolio manager role.

“I was able to use my experience in asset allocation to contribute to the evolution of our quant equity strategies. I also had a knack for explaining complex quant concepts to a wide variety of audiences, which helped grow the business and retain clients.”

Throughout her career, Mintz successfully navigated difficult market cycles, which included the bursting of the dot com bubble, the Great Financial Crisis, and Covid fear-driven markets of 2020. The experience in managing assets and client relationships during challenging times, along with her leaderships skills, made her an ideal candidate to take on the role of Head of Quantitative Equity, a role she took on in July 2020.

Strategies for success

Reflecting on what it takes to be a successful leader, Mintz emphasizes the value of collaborating with colleagues who have complementary skills and always coming to the table with solutions.

“I tell my team to identify the problems, but always come to the table with solutions too. There is great value in helping drive the success of the firm through continual evolution.”

Even if it involves stepping outside of one’s comfort zone to propose solutions that could be rejected, Mintz encourages taking that risk to foster growth. Public speaking, for instance, is her own stretch area—though her numerous media interviews might suggest otherwise.

“Investing is a fast moving, competitive industry. To be successful, I tell aspiring investment professionals that they not only need to understand the importance of making good investment decisions on behalf of clients, but they also need to invest in themselves… it’s the best investment they’ll ever make.”

From graduating with her MBA from New York University and earning her CFA, Mintz knows how crucial it is to invest in personal growth and development. “Investing in yourself will always have a positive return and open the door to endless possibilities. It’s so important to continue to stay up to date on rapidly evolving industry developments, so we can successfully meet and exceed clients’ needs.”

Inspired to empower others

While many individual qualities have shaped Mintz’s leadership development, she acknowledges the vital role of support along the way and cites Maggie Stumpp, PGIM Quantitative Solutions’ former chief investment officer, as her greatest inspiration.

“Not only is she brilliant, and I learned a lot from an investment perspective, but she also gave me a lot of room to grow.” Mintz says. “She trusted me, and I knew I could always go to her with questions… She believed in me, even when I doubted myself.”

Inspired and influenced by Stumpp’s leadership, Mintz aims to foster a similar culture of support and empowerment and has an open-door policy. She encourages informal communication through quick morning catchups, providing a forum for the team to hear the latest updates, while also giving space for opinions and feedback.

“I want to make sure that I delegate real responsibilities to them, and they feel empowered and valuable. I want them to trust themselves to make decisions, and that I’ll support them.”

Supporting the next generation of leaders

For Mintz, part of supporting her team and the growth of the business means fostering the development of the next generation of leaders.

“I emphasize the importance of mentoring our junior team members to my senior portfolio managers, ensuring they’re engaged in meaningful projects that enable them to grow and develop, while highlighting their strengths and the value they bring to the team.”

She not only emphasizes skills development, but also being approachable and available to help with questions, especially around navigating the push and pull of work and home life. As a mother of three, Mintz knows how tough it is to build a successful career while raising children.

“It’s important to share the ups and downs of my journey, and how I got through them,” she continues, “There will always be bumps in the road where people feel like, ‘I can’t do this,’ but if we support them through those moments, it will lead to a more diverse senior team in the future.”

One key lesson Mintz reflects on is recognizing she felt “too much guilt” when her children were younger, particularly when she had to make tough decisions about prioritizing her time. Mintz recalls, “I was always urging my kids to be the first to raise their hands for class activities and parties, so we could buy napkins or paper plates or pre-made items – because that’s what fit into my work and family’s busy schedule.”

Now that her children are grown, Mintz acknowledges, “My kids turned out great, and I was a big part of their lives.” It’s the same message she conveys to her team when they are navigating the challenges of balancing work and family, “It’s going to turn out much better than it feels in the moment.”

With an empty nest, Mintz still values a work-life balance, but now has more time to spend on her own pursuits such as fitness, golf and travel.

By Jessica Robaire

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Maureen O’Connor: Managing Director, Global Head of High Grade Debt Syndicate, Wells Fargo

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Maureen O'Connor“I always tell people that the key to my success is loving what I do, because when you truly enjoy your work, it shows—and clients can feel that,” says Maureen O’Connor. “Over the years, my clients have seen that I care as much about the outcome of their transactions as they do, and that has been crucial to building strong relationships.”

Exuding passion and enthusiasm, O’Connor demonstrates how loving what you do and honing your emotional intelligence are essential to long-term success. She reflects on the importance of skillful communication, maintaining in-person connections, and prioritizing finding work that is deeply fulfilling for a sustainable career.

Fueled by the Energy of the Markets

Dynamic and driven, O’Connor has always thrived in high-energy environments, making the fast-paced trading floor the ideal fit for her career.

“I love the markets and how what you read in the press that morning is going to have an impact on what you do that day. It’s exciting how things are ever changing, and that no day is like the last.” This unpredictability, far from overwhelming, is the fuel that powers her. “The buzz of a trading floor is the energy that I thrive off of.”

O’Connor feels fortunate to have built a career that still ignites her passion, even after more than two decades in the industry.

“It hasn’t felt like work in that regard. I really enjoy what I do—it fulfills me on a very deep level.”

O’Connor’s talents particularly shine as Wells Fargo’s Global Head of High Grade Debt Syndicate because the role is more about building connections with clients and finding a way to bring two sides together than it is about selling.

“My goal is to be upfront about what we can accomplish for you, and I love that. I enjoy being direct with people.” She continues, “it’s about finding that perfect balance between what the investor and the issuer wants, ensuring that neither feels like they got the upper hand, but rather that the outcome is fair.”

Building Stronger Client Relationships with In-Person Connection

Given that much of O’Connor’s role involves balancing both sides of a deal, she believes forging strong client relationships is essential—and in her view, the best way to do that is in person.

“I’m not one for small talk—I love real conversations,” she says. ” In my view, in-person connections with clients are critical – it’s harder to build a serious and deep connection with someone virtually.”

O’Connor believes that in-person meetings, preferably outside the confines of a conference room, are where true bonds are formed.

“I love to hear people’s stories, to understand what makes them tick,” she explains. “It’s not about using that knowledge to get something for myself; it’s about figuring out what’s going to work for them.”

While her job in syndicate is to carry a deal across the finish line, O’Connor sees it as much more than just completing a transaction.

“All the work you do leading up to that moment, getting to know your clients better, makes the final leg so much more meaningful.” This personal touch, she believes, is what sets her—and others in her line of work—apart.

Delivery is Key

For O’Connor, mastering the art of communication has been another key element to her success. While technical skills and attention to detail are critical early in one’s career, she believes that as you advance, it’s the softer skills that become more significant.

“I think having a high emotional intelligence (EQ) is really important,” she says. “When you’re a junior, it’s all about analytical skills and efficiency. But as you get more client-facing, it becomes much more about how you deliver.”

O’Connor prides herself on her ability to read people and adapt her approach accordingly. “I used to joke that the number one skill in my job was sounding good on the phone—now, it’s probably sounding good on Zoom,” she laughs. For her, clear and confident communication is essential. “It’s not just about what you say, it’s about sounding good saying it.”

Not only is confidence key, but making the delivery dynamic and engaging is essential as well. She emphasizes that effective communication is about more than just data—it’s about ensuring that the message sticks.

“Delivery is so important, and I don’t think people spend enough time polishing it. They work too much on the content and not enough on thinking about how to say it with emphasis in a way that leaves a lasting impression.”

The Art of Navigating Difficult Conversations

O’Connor points to another crucial element of communication—adeptly navigating hard conversations—as an asset in her role. Working in syndicate, she walks a fine line between the demands of issuers and the expectations of investors, advocating for both sides with skill and empathy.

“You get one of those tough trades, and sometimes the music stops. Your ability to deliver bad news becomes crucial.” She continues, “the way you handle those hard conversations is a critical skill that sets apart the good from the great at this job.”

O’Connor believes her success in this area comes from her ability to communicate directly. “I always ask myself, ‘How would I want to receive this news?’ And the answer is usually straightforward: I’d just want to know,” she says. This candid approach earns her respect, even when emotions are running high.

“It’s about your ability to impart to them, ‘this doesn’t feel good on this side, either. We’re not where we want to be, but we’re going get you to the best possible place we can’.”

O’Connor finds that approaching difficult conversations with a “we’re in this together” mindset not only reassures her clients but also fosters a collaborative atmosphere that helps navigate tough situations.

Passion is Preferable

O’Connor is clearly passionate about her work but acknowledges that there is a balance between caring deeply and maintaining emotional resilience.

“It’s hard not to take things personally when you care a lot. I’d tell my younger self not to stress so much.”

Yet, she emphasizes that bringing passion to the job is not only acceptable but essential.

“One of the worst pieces of feedback a woman can receive is being told she’s too emotional,” she shares. “It’s unhelpful. Asking someone not to care is not a solution. I love passion. I can help rein in or smooth the edges around that, but I can’t make somebody care about something they don’t care about, so I’d much rather somebody go in that direction than the other way around.”

In her view, the goal isn’t to care less, but to take things less personally.

“I’m not going to ask people to be less emotional. I might ask you to hone your reaction but never to care less.”

For a Sustainable Career, Love What You Do

For O’Connor, having genuine passion for one’s work is truly the foundation of a sustainable career.

“You have to ask yourself why you’re entering this business,” she advises. “Have a heart-to-heart with yourself, especially in those early years when sacrifices are abundant. If you’re in it for the wrong reasons, you won’t last. You have to truly love what you do because, ultimately, the money alone won’t sustain you.”

O’Connor encourages aspiring professionals to reflect on their motivations and be open to trying different roles to find their passion. She shares that she bounced around early in her career before finding her fit in syndicate in 2006.

“Don’t be afraid to pivot early in your career,” she stresses. “You must find that role that makes you happy. Otherwise, with the long hours and demanding nature of the work, you’re not going to thrive. You need to be in a seat that you genuinely love.”

As a mother of three girls, O’Connor aims to show her daughters that it’s possible to pursue a career she loves while finding deep fulfillment in her family life. For her, it’s less about achieving perfection and more about showing the importance of hard work and learning from mistakes. In her downtime, O’Connor spends quality time with her three daughters, loves baking and playing mediocre tennis with friends – simple joys that keep her connected to what matters most.

By Jessica Robaire

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Yasmine Coupal: Partner, Goldman Sachs

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Yasmine Coupal“Careers are not linear, and there isn’t a one size fits all approach. I think the key is to find the balance that works for you professionally and personally. If I had tried to predict what the next five years of my career would have been at any single point in time, I would have been completely wrong,” says Yasmine Coupal, a partner in Investment Banking, Goldman Sachs. “I thought I was joining Goldman Sachs for two years, and here I am, 20 years later.”

Coupal’s career is a testament to the power of embracing the unexpected. Born and raised in Venezuela, she initially set her sights on economic development, education policy in particular, planning to return to Latin America after completing undergraduate and graduate degrees in Economics and International Policy at Stanford. But a surprising detour into finance changed everything.

After graduation, a friend who was working at Goldman Sachs recommended she interview for a role on the Latin America credit team and Coupal was impressed with the people she interviewed with.

“It was too compelling of an offer to pass up, even though it meant adjusting my plans to return to Venezuela to be with my then boyfriend, now husband of 19 years.” She remembers, “long story short, I took the job in 2004, and he moved to New York instead.”

Yasmine thrived at Goldman as an analyst on the Latin America and Natural Resources credit risk team. Coupal states that she loved to travel across the region and while on a business trip in Argentina in 2007, she met a VP that ultimately convinced her to join the capital markets team as an associate. She then shifted her coverage from Latin America to domestic industrial companies.

“I wasn’t looking for a move, but I knew it was time for a challenge and to try something new.”

It was Coupal’s unwavering openness to new challenges that propelled her advancement from an internal facing role in Credit Risk to a client facing role in Capital Markets. However, it was the personal decision to relocate to San Francisco with her husband that proved to be a turning point in her career. Taking the risk to leave the financial hub of New York and follow her heart, Coupal found herself in the midst of Silicon Valley’s booming tech scene. Leveraging her unique position of being on the ground to meet with large cap tech clients, Coupal built relationships, knowledge and experience with TMT (Technology, Media and Telecommunications) clients while still very much covering her sector of industrial and real estate companies for the bank.

Ultimately, when the Managing Director for TMT debt capital markets retired in 2014, Coupal raised her hand and was selected to lead the team due to the strong relationships she had built with clients on the West Coast. In fact, she made Managing Director in 2015 and in 2018, the firm officially created the West Coast Financing Team. Along with Will Connelly, Coupal was named Co-Head and after growing and guiding the team through the pandemic, Yasmine made partner in 2020.

She reflects, “there will be moments in your career when you’ll need to make decisions based on what aligns with your professional goals and then there are moments when personal priorities are more important. Sometimes it involves taking risks, even when the outcome is uncertain. Ultimately, finding the right balance that works for you is key.”

Never one to get too comfortable, Coupal made another bold move two years later in 2022, stepping into an investment banking role where she leads coverage of large cap technology companies. Driven by her constant quest for growth and her ability to turn every opportunity into a success, Coupal is excited to keep pushing her boundaries and challenge herself as she continues as a leader at Goldman Sachs.

Investing in Relationships

When Coupal first interviewed at Goldman, it was the people she met who ignited her excitement about joining the firm. Even today, the connections she built at the firm throughout her career remain a driving force in her sense of fulfillment at work as she notes, “you’re not going to really love the job or be successful if you don’t like the people that you work with.”

In addition to making the work more enjoyable, building relationships also expands one’s network. Coupal advocates for taking the time and effort to establish those connections, particularly through in-person opportunities like meeting for coffee.

“You need to invest in your network. It’s important to have a goal of setting up an in-person catch up with someone that you work with every single week because it allows for people to get to know you as a person, so that you’re not just a name on the other side of an email.”

The value of investing that time is multifold as it creates a sense of support, opens opportunities to learn from others, and engenders loyalty to each other and the firm.

“As people understand your interests, give you feedback and see that you’re performing, you automatically get new opportunities. It becomes this reciprocal cycle that leads to success,” says Coupal. “It’s also the glue that keeps people at the firm. One of the reasons I’ve stayed so long is because I have people that I admire who have invested in me. It creates a sense of loyalty.”

Mentorship is Reciprocal

In thinking about the significance of finding inspiration and support, Coupal points to one of her mentors, Susie Scher, as pivotal to her leadership development.

Coupal shares, “Susie was instrumental in my growth at Goldman Sachs from the associate level to Vice President, Managing Director and ultimately, Partner. In essence, she saw me grow up at Goldman Sachs. She is someone who identified my talent, invested in it, and was courageous enough to give me a lot of responsibility.”

Having the experience of a mentor who believed in her engenders a deep commitment for Coupal to pay it forward and be that support for others.

“It begins with how I develop my team and invest in them, placing a strong emphasis on feedback. I focus on building genuine relationships, getting to know who they are, their skills, their ambitions, and identifying the potential in them that they may not yet have recognized.”

Extending her influence beyond her direct reports, Coupal participates in formal mentorship programs at Goldman while also being open to informal connections when people reach out to her for guidance. In either circumstance, Coupal emphasizes, “mentoring is a two-way relationship, it requires both sides to equally invest. I might want to mentor as many people as I can, but if the other side is not reciprocating and wanting to develop that relationship, there’s only so far that I can go.”

Reflecting on where sponsorship fits within the framework of support and building relationships, Coupal believes that mentorship and sponsorship go hand in hand as the roles can shift and change as people move through the firm.

“It’s fluid. A mentor can become a sponsor, or vice versa, but the key to success lies not just in getting to know you personally, but in working with you. It’s that combination that makes the relationship most effective.”

Champion your Uniqueness

In addition to being an avid mentor and sponsor, Coupal supports diversity and inclusion efforts, participating in speaking engagements and hosting sessions that provide an opportunity for female talent at the firm to talk candidly about their experiences. One theme that she strives to convey to junior analysts is, “be your genuine self. Don’t try to be someone else. Don’t try to fit a mold that you think is the key to success.”

As a Latina woman excelling in the financial industry, Coupal speaks to how she champions her uniqueness and sees it as an asset.

“Being a subject matter expert while being a woman and Latina differentiates me, makes me unique and memorable, and many times allows me to connect with clients on a different level. Establishing these deep connections and trust has been critical in my career and allowed me to build and foster relationships I wouldn’t have had otherwise.”

Beyond recognizing the power of authenticity, Coupal emphasizes that adaptability and a willingness to step outside one’s comfort zone are instrumental to career development.

“Success in one stage of your career may not guarantee success in the next. Staying humble, seeking advice, thinking ahead, and remaining flexible when plans change is key.”

She continues, “be comfortable being uncomfortable. When you start feeling too comfortable, it’s a signal to challenge yourself with something new. It keeps you on your toes and ensures continuous growth.”

Outside of work, Coupal is eager to instill in her children the same curiosity and openness to new experiences that have shaped her own journey, especially through travel. “One of our greatest joys is taking our kids to explore different countries, cultures, and cuisines,” she says. Passionate about family time, Coupal loves spending weekends cheering at soccer games or unwinding together with a backyard barbecue.

By Jessica Robaire

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Kendra Lee: Chairman and CEO, Merichem

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Kendra Lee“If you are looking for career growth, whether that’s moving up the chain of command, or whether it’s broadening your skill set, you must trust in yourself and take on things you’ve never done before,” says Kendra Lee.

Lee shares how her willingness to take risks, embrace new opportunities, and have the confidence of her convictions not only shaped her career trajectory, but continues to guide her as a leader.

From Lab Tech to CEO

Upon graduating from Texas A&M with a marine sciences degree, Lee never anticipated a career in the chemicals industry. Typically, her field required pursuing a graduate degree, but she was eager to start working and wanted a break from school. Merichem, a family company founded by her grandfather in 1945, offered her an unexpected opportunity – a lab technician role.

However, she quickly realized that lab work was not her passion, and when an internal sales position opened, she seized the chance to explore a different path that better aligned with her interests. Concurrently, she decided to earn an MBA to build a stronger business foundation. As she was completing her MBA, her grandfather passed away, and Merichem’s leadership transitioned to her cousin. Lee credits her cousin with recognizing her strengths and guiding her from sales to finance, hinting at her potential for future leadership.

“I recognized later that by encouraging me to get experience in corporate finance, he was preparing me with the skills and knowledge needed to one day assume leadership of the company.”

Lee’s readiness to embrace new challenges and build her skill set eventually led to her becoming Chairman and CEO in 2013. In leading Merichem, Lee is thrilled to continue the legacy of sustainability that is at the core of what the company does.

“From as early as 1945 Merichem has been focused on taking products that would otherwise be classified as hazardous waste and cleaning them up or reusing them to make them better for the overall environment, fitting a need for the industry.”

Leading Change for Business Growth

Lee’s entrepreneurial spirit shines through as she fearlessly leads change at the company, knowing it’s essential for business growth and adapting to industry needs.

“It’s about having the right leadership team to drive change, addressing operational issues for greater efficiency, and implementing necessary adjustments despite initial resistance. Ultimately, people realize these changes are beneficial. I see myself as a change agent who enjoys looking for ways to improve and then executing those processes.”

Lee recognizes that change can come with uncertainty, but she is energized by navigating the unknown to get to an outcome that is better for the business. For example, Lee recently led the divestiture of a part of the business that removed sulfur compounds from liquids to help provide cleaner fuel sources in the petrochemical industry.

She explains, “part of the reason we divested was because we recognized the business’ growth potential and importance, but Merichem was not the right owner. It needed new ownership to be able to grow and take advantage of its place as one of the leaders in removing sulfur within the oil and gas space.”

Taking Risks and Trusting in Yourself

Lee’s willingness to take risks and embrace new opportunities served her well in progressing from lab tech to CEO and clearly continues to drive her as a leader.

She advocates, “you have to take that risk. Be willing to trust in yourself and know that you can figure it out. Because otherwise you become paralyzed, and you won’t take that next step.”

Taking the leap to try something new also creates momentum in building the skills to get to the next level.

“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.”

Lee notes that trusting in herself also builds confidence, an important element of leadership development.

“I have a strong self-confidence that comes across, even though I’m not inclined to self-promotion. My confidence helps in addressing difficult subjects head-on with clarity, admitting when I don’t know something, which adds value and credibility.”

As a woman leader in the male-dominated industry of oil and gas, Lee shares that it took time and experience for her to build that confidence when walking into spaces where she was one of the only women. She adds, “as I’ve gotten older, I’ve come to acknowledge my strengths and talents, and can say, ‘it doesn’t matter that I’m a woman, I have just as much to contribute to the conversation as a man does’.”

Being a Leader who Listens

Lee is a collaborative leader who listens to her team and makes a point of cultivating an environment where they feel safe to give honest feedback. She finds that it is essential to have that space for dialogue to get the best ideas out there to make an informed decision.

“One thing I learned very early on is that I’m not the smartest person in the room. And while the decision may be mine to take, there is a lot of other valuable input that I need to hear and consider before I decide. In the end it will help me make a better decision.”

Creating a culture that allows for constructive feedback and even disagreement is important to Lee. Beyond being an active listener, Lee takes the perspective that “opinions are never wrong as it’s all shaped by how we see the world and where we were raised…it’s acknowledging that there is validity to what people are saying, even if it may not be the right answer at the right time.”

Lee also looks for a diversity of opinion and is intentional in creating a team that reflects many viewpoints.

“The more diversity you can get in that thought group, whether it’s gender, race, or ethnicity. the better your decisions because everybody comes at it a little bit differently.”

Passionate about Community and Family

Outside of work, Lee is deeply committed to her community. She serves on the board of Kids Meals, a non-profit organization that provides daily free lunches to children under five who experience food insecurity, as they are not yet part of the school system.

“Currently, they’re serving about 8,000 children a day. It’s remarkable the impact they can have on the community, helping to set these kids up for success when they do get to school,” she notes.

In addition to her community involvement, Lee manages a busy schedule with her active teenagers. She is grateful for the support of nearby family members who assist in getting her children to their activities when she or her husband are in meetings or traveling. Despite her demanding role as a company executive, she reflects, “It’s the same amount of stress as any working parent faces. Having a C-suite title does not make it any more difficult.”

To unwind, Lee enjoys vacationing with her family, cooking, and gardening.

By Jessica Robaire

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Su Lin Wee: Executive Director, Head of Asset Management, Southeast Asia, Hong Kong & China, PGIM Real Estate

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Su Lin Wee“The thread that ties my previous roles together, and I am most grateful for, is strong mentorship,” says Su Lin Wee. “But it’s a two-way street: you have to show up, put in the hours and deliver results.”

Wee, who is based in Singapore, delves into the foundational experiences that influenced her approach to leadership and her dedication to uplifting others – especially women.

From architecture to asset management

From the outset of her career, Wee has been inspired by strong women leaders. After earning her master’s in architecture, she joined Singapore’s Urban Redevelopment Authority (URA) and played a key role in shaping the modern urban landscape of Singapore’s historically-rich Bras Basah and Bugis districts in the heart of the city.

“Working directly with successful women leaders was a great start to my career,” Wee says. “I served under many high performing women who were in CEO, Chief Planner and department head roles during my time at the URA. Starting out in an environment with strong female leadership made it feel natural, and I was fortunate to have great role models who gave me many opportunities to learn and grow.”

When Wee transitioned from urban planning to real estate development and asset management, she again found the support of mentors to be instrumental to her growth.

As a development lead for Asian developer, CapitaLand, Wee signed up for the challenge of delivering a $1.2 billion USD retail and office development in Singapore from the ground up, while facing a tight budget, short timeline and a competing developer nearby who already had a head start.

“Despite my prior experience with previous projects, stepping into the role of a development lead for such a large project presented new challenges. Managing a team that included individuals senior to me, in both age and experience, required respectful navigation and was a two-way street.”

Wee adds, “I had to work hard to earn the trust of the team to show them that I was the right person to lead the project. I benefited from the great support from my manager who gave me invaluable lessons in building trust and leadership skills, through his advocacy and close mentorship.”

The project was completed on time and within budget, and Wee speaks fondly of the great team rapport and lasting relationships that she built throughout this experience.

Wee’s experience at CapitaLand helped prepare her for her current role as Head of Asset Management for Southeast Asia, Hong Kong & China at PGIM Real Estate, which manages $206 billion USD of assets globally, including $9.4 billion USD in Asia Pacific. She is thrilled to engage in fulfilling work across various geographies and diverse teams to make a positive impact.

“The funds we manage generate more than financial value–we deploy solutions to ensure that buildings we construct or enhance are more sustainable, energy-efficient and help conserve water.”

Committed to empowering her team

Given the pivotal role mentorship has played in shaping Wee as a leader, it’s unsurprising that she is a passionate advocate for others, taking a strong interest in her team members’ growth, even if it means that they might move on to another team or company.

“I encourage openness about career aspirations. If there is another role beyond asset management that they are interested in, then I provide honest feedback on their fit for the role. If they choose to leave because it’s what’s good for them and makes them happy, then I am happy, since I want them to be able to grow.”

Wee also makes it a point of ensuring that everyone’s voice is heard.

“I value the diversity in our teams and always encourage some of our quieter, more reserved team members to speak up. Going around the table and giving them space to express their points of view lets everyone benefit from different perspectives.”

Wee firmly believes that a positive, encouraging environment is key to getting women to speak up more and make their opinions heard at work. “There’s no need to wait until you’re in a leadership position to be an advocate. Simple day-to-day acts like showing an active interest in a colleague’s ideas on a call, or helping them develop these ideas, can go a long way.”

Recently completing a PGIM leadership training, Wee reflects on how the experience reminded her that asserting one’s viewpoint can be challenging, even for leaders.

“As women, we sometimes second-guess ourselves before speaking or voicing our opinions. It turned out that many of the attendees at the training sessions, regardless of gender, nationality, background or even how confident they looked to me, shared that they sometimes felt hesitant to speak in a group and would rather stay silent than risk saying something contradictory.”

Wee continues, “Once we get over that initial hesitation, we realize, ‘Hey, the world hasn’t come crashing down, regardless of what we’ve said. Now, it’s just muscle memory to focus on contributing to discussions and bringing everyone forward.’”

Quieting the inner critic

Wee admits to being the hardest on herself, often setting increasingly high standards for her accomplishments.

“I am my own worst critic, and I believe many women face this too. We tend to be hard on ourselves, but it’s important to also recognize when we’ve earned our place through hard work, skills and experience.”

Creating networking opportunities for current and future women leaders

Uplifting others beyond the workplace, Wee is the co-chair of the Urban Land Institute’s (ULI) Women’s Leadership Initiative (WLI), a non-profit that focuses on raising the visibility and number of women leaders in the real estate industry. In her role, Wee creates programs that provide opportunities for younger women to network with industry leaders in an informal environment.

“The WLI programs we plan aim to break down barriers and allow women to listen and connect with senior leaders.” She asserts, “Sometimes, all you need is a friendly face and an introduction.”

From her experience, Wee understands the impact that these relationships can have and is looking forward to continuing her work with the WLI in the future.

“It’s invigorating to interact with other women and help one another network and grow.”

Outside of work, Wee enjoys running to stay fit and find time to think. Despite her busy schedule as a mother and professional, she regularly makes time for a run – even while on vacation with her family. No matter where she travels, she always packs her running shoes, ready to explore her new environment.

By Jessica Robaire

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Jennifer Doyle: Managing Director, Co-head of Structured Products Group, Wells Fargo

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Jennifer Doyle“Life is about picking yourself up when you get knocked down. Those who do that the best are the ones who tend to be the most successful, however you might define success,” says Jennifer Doyle.

Tenacious in the face of challenge, Doyle is a leader who does not quit. She shares how this mentality of perseverance and optimism has helped build her career and shaped her life.

Moving Forward for Success

Starting as a temp more than twenty years ago, Doyle describes the opportunity of getting in the door working on the trading floor as “winning a lottery ticket” and paving the way to the career she has today. Being surrounded by intelligent people in a fast-moving, competitive environment that is also relationship-focused felt perfectly aligned with her personality and strengths.

“As a former college athlete, I like to compete, I like to win, and I like to be part of a team. I also enjoy making decisions and operating in a fast-paced environment. It was a fit from the beginning.”

Fast forward to today and Doyle is a Managing Director and co-head of the Structured Products Group at Wells Fargo’s Corporate and Investment Bank. However, she will be the first to tell you that success does not happen overnight.

“There is a certain tenacity and grit that is required to be successful in this business. If you can cherish the highs and reinvent yourself and pick yourself up when things get hard, that resiliency in time will keep you moving in the right direction.”

Doyle approaches her life outside of work with the same mentality of persevering when the going gets tough and recognizing that she has agency in the process. It served her well in dealing with the shocking experience of being one of the passengers whose plane crash-landed in the Hudson River 15 years ago while on a business trip.

She reflects, “If you went into that experience an optimist, I think you came out even more of an optimist. If you went into that experience as a pessimist, I think you came out even more of a pessimist. We all experienced the same thing, but everyone had a different interpretation of what happened and how it affected them.”

For Doyle, her optimistic outlook and belief that she needed to keep moving forward meant that she got on a plane the next day because she “did not want fear to rule my life.” She adds, “I tell my children happiness is a choice. I choose to be happy, and if I was unable to make that choice today, then I’m going to try to make that choice tomorrow.”

Sponsorship and Speaking with Authenticity

Beyond resilience and determination, Doyle points to having the support of others as integral to her career. She shares how the kind of support she needed shifted over time as she continued to build confidence, finding there is strength in speaking with authenticity.

“As I developed in my career, the sponsors that I acquired would later tell me that the reason they took an interest was because I brought a different perspective and opinion to the table.” She continues, “People wanted to hear what I had to say because they recognized that I didn’t have an ulterior motive, I was genuine.”

As a leader, Doyle mentors and sponsors others in both formal and informal capacities, often finding her calendar full of people interested in connecting to get her advice or opinion. Being sought after for her point of view is a direct reflection of others seeing she genuinely cares and takes an interest in their growth.

“My mission is to lead in a way that balances the needs of the business and our employees – and ultimately drives positive outcomes for both. I’m always thinking about what’s best for our team and what’s best for our clients. That approach has cultivated a desire for people to want to talk to me and get advice.”

Doyle has twice been the head of Wells Fargo’s WomenGoFar network, as well as its executive sponsor. She also is a sponsor for BOLD, a program designed to provide mentorship and sponsorship to high-potential talent at the firm.

Challenging the Norm

As determined as she is to persevere in the face of obstacles, Doyle is also unafraid to challenge the norm stating, “I do think I am a change agent. It probably took me 20 years to have the courage to say that.” She speaks to the recent experience of being a woman in a leadership role playing in the Wells Fargo Pro-Am Golf Tournament and what it meant for her to participate.

“I was blown away by the response that I got from women, so many of whom pulled me aside afterwards to tell me how inspirational it was seeing me play in what was publicly a field of men.”

One comment that was particularly touching to Doyle was a woman who said, “you’re breaking the mold.” Intentionally participating in the tournament to prove that a woman could do it, Doyle is thrilled by the response of her colleagues – both men and women.

“As a leader, I now have the opportunity to challenge and change what people consider to be the norm, and I actively do so.”

Using a Passion for Golf to Connect to Community and Family

Taking her passion for golf beyond breaking molds at work, Doyle is on the board of First Tee of Charlotte, an organization that provides opportunities for youth who would not otherwise typically have the opportunity to play golf.

“It integrates the game of golf with character-building learning experiences and emphasizes values such as honesty, integrity, confidence and perseverance. And of course, they have fun.”

Doyle is also passionate about bringing the game of golf to more women, not only because it is typically a more male-dominated sport, but because she herself has gained so much from the sport.

“It provides an opportunity from a business connectivity standpoint to play with clients or colleagues. I love being outside and in nature, getting exercise by walking the course, and it’s a chance for me to spend time with our children.”

Doyle admits that one of the reasons she got into golf was because her spouse and children enjoyed the game, and she didn’t want to be left out. Now that her children are teenagers, she is thrilled to have the opportunity to be active with them outdoors for an extended period without distractions like smartphones. It also ties into her approach of managing a successful career and time with her family.

“I am really present. It’s not about quantity, but about the quality in everything you do, whether it’s at work or being with your family.”

By Jessica Robaire

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Elyssa McMullen: Managing Director, Head of Credit Tenant Lease Financing, PGIM Private Capital

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Elyssa McMullen“Having confidence and the ability to bring your true self to work gives you the space to ask for help, engage with others, network and live the life you will enjoy living,” says Elyssa McMullen.

Leading with conviction and passion, McMullen exemplifies how bringing your authentic self to work can create meaningful connections and drive success. As an LGBTQ+ ally and the daughter of a gay man who did not come out until much later in life, she also acknowledges the challenges some face in feeling free to fully express themselves at work or elsewhere.

“My father lived most of his life unable to be his authentic self, knowing he was gay as a teen. Today, I feel we’ve made such strides as a society, encouraging people to be their true selves and celebrating it, which I encourage my kids to do.”

McMullen reflects on how being confident in expressing herself and fostering an environment where others can do the same has helped her build a successful career and a supportive community.

Finding a natural fit

After more than 25 years in the financial industry, McMullen is certain she found a role that suits her well. However, like many leaders, she reached this point in her career through the process of exploration and adjustment, which she did by identifying areas of personal development and prioritized growth in those areas by putting herself in situations to improve in those dimensions.

Recognizing her strong math skills, and with encouragement from her family, she initially pursued engineering at Virginia Tech but quickly realized she chose a major that others thought she should be doing – not a major that felt right to her – so, she trusted her instincts and switched to finance. Since graduating and joining PGIM, McMullen has steadily climbed the ranks, advancing from associate analyst to her current role as managing director, where she leads the Credit Tenant Lease Financing team. In this role, she is responsible for managing a team that sources, structures and manages credit tenant lease transactions globally.

She reflects, “Once you find something that’s a natural fit, what you do day in and day out doesn’t feel difficult. That intersection of finding where your skills are with something that’s interesting to you makes work more enjoyable.”

Discovering a career that aligned with her natural abilities also ignited her passion and conviction.

“I’ve learned to make sure that you’re giving your energy to the right thing. Having conviction and passion and being able to moderate that with other perspectives and points of view is important and helps create balance on a team.”

McMullen feels fortunate to channel her enthusiasm and dedication within PGIM Private Capital, which enables her to embrace her entrepreneurial mindset. She is energized by exploring new ways to grow the business and providing opportunities for junior team members to contribute to that innovative way of thinking.

“I’ve had the opportunity to hire more people and create opportunities for others to help grow our business. It has been really exciting to foster the careers of junior talent and help them learn, develop their careers and achieve their goals.”

Inspiring others to find their confidence and voice

Early in her career, McMullen had the confidence to speak up and voice her opinion, but she acknowledges that her success also depended on having leaders who listened and took her seriously. Now, as a leader, she strives to do the same for others.

“As leaders, we must empower junior employees to speak their minds and give them a safe space to share their point of view. We have to value their perspectives, even if we disagree with them. It’s important to listen and create this platform for our team.” She emphasizes, “The onus is on leaders to ensure that as they move into more senior roles, they don’t lose sight of the fresh perspectives that others around them have.”

PGIM Private Capital’s structure of small deal teams offers junior analysts the opportunity to learn and interact with senior leaders, gain experience and have agency in the process.

“In our meetings, I have the analysts on our team present transactions that they’re working on and their portfolio investments as a way of encouraging them to be vocal, gain confidence and demonstrate that their contributions to the team are seen, heard and matter.”

She continues, “I think it makes me a better investor, and us a better team, when everyone’s working on the same goal, has the same objective and is engaged in the process because they feel valued for their contributions.”

Giving to others…as a leader, mother and daughter

McMullen is equally as nurturing in her personal life as she is in her professional one. Not only is she the primary caregiver for her elderly father, but she is also the mother of two active teenagers and spends a lot of her time engaging in her children’s extracurricular activities and volunteering.

“I try to instill the idea of giving back to our community in my children by encouraging them to volunteer in work that aligns with their interests,” she says. For her daughter who loves to play soccer, this means volunteering with a group that pairs soccer buddies with kids who have disabilities. For her son, it has been volunteering through Boy Scouts and temple initiatives.

Creating a community of support

While McMullen knows how important it is to serve as a support system for others, she also recognizes the importance of having a strong support system to tap into for herself as well.

“Building communities around you are key to your success – these are the people that you rely and depend on. Having this network – the colleagues, friends, family, and for me, mothers in my community – has helped me thrive in my personal and professional life.”

Once she became a mother, working to create that community of support helped her become better at reaching out and developing a network in the workplace. McMullen is looking forward to further building those relationships as a program leader at an upcoming industry conference. “It’s wonderful that there is organizational support around fostering community and those professional connections,” she says.

Another community that McMullen taps into is her running group, which she not only uses to stay active, but for the social and emotional outlet as well. Her group of friends hit the pavement – rain or shine to train for races – and have even done a couple marathons together. When creating networks of support, both in and outside the office, McMullen admits that there is no magic when it comes to managing her time and energy. For her, it’s about adapting to the needs of the moment and keeping what is truly important top of mind.

“It’s important to prioritize and be present for your kids when it matters, while also being there for your team and colleagues who need you. Managing these responsibilities looks different every day and won’t always feel balanced or eliminate guilt. But, having clear objectives and striving towards them helps you feel like you’re moving in the right direction.”

By Jessica Robaire

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Lauren Uranker: Managing Director, Head of Workplace Advisory Client Business, Goldman Sachs Ayco

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Lauren Uranker“Having that part of yourself where you have to navigate the if, how, and when to share it with people, you soon realize that everyone has pieces of themselves that they have to decide how and when to show or not show on an everyday basis,” says Lauren Uranker. “Acknowledging that everyone has a story creates empathy.”

As a leader and an openly lesbian executive, Uranker has built her career on a foundation of empathy and understanding. In her roles as the head of Workplace Advisory Client Business for Goldman Sachs Ayco and the co-head of the Americas LGBTQ+ Client Engagement Pillar at the firm, she navigates the complexities of leadership with a unique perspective shaped by her personal and professional experiences.

“When you spend time figuring out who you are as a person, what that means in the context of your life and your relationships with family and friends, it prepares you to do it professionally. It prepares you to give a lot of thought to how you show up as a colleague and how you show up as someone who supports clients. It gets you comfortable with constantly evaluating who you are as an individual, and how you’re growing and changing as time goes on.”

Uranker reflects on what she attributes to her success, highlighting her authentic leadership style, commitment to mentorship and diversity, and openness to taking on roles that broaden her experience and skillset in different ways.

“I haven’t always looked up to the next thing. Sometimes, by looking laterally and across, you accumulate diverse professional experiences that make you well-rounded. This can eventually lead to being seen as an expert or someone sought after to be a part of the team.”

For Uranker, being open to a lateral move is what put her on the trajectory to the leadership role she is in today.

“I was on the path to become a financial advisor, but a mentor of mine said, ‘There’s actually an opportunity on the institutional sales team.’ I took that leap. It felt like a diversion at the time, but it set me on an incredible path. From the sales team I then joined the relationship management function and even though that was a lateral move, having those two diverse professional experiences helped me get to the seat I’m in today.”

How Finance Became a Career Path

The story of Uranker’s path to leadership at Goldman Sachs Ayco connects back to a difficult period of her life when she suffered the loss of her father at the age of sixteen.

She remembers, “what really stuck with me were the people who came to help us. One of them was my neighbor, who sat down with my mom at the kitchen table, helping her organize her finances and navigate her new financial reality.” Years later while contemplating a career pivot, she recalled her neighbor’s kindness and decided to reach out, discovering that her neighbor worked at Goldman Sachs Ayco. “That’s how I found my way here, a little over a decade ago and I was proud to be named Managing Director in 2021.”

In addition to leading with empathy, she attributes her success to her competitiveness, strong listening skills, and sense of humor.

She explains, “as a former college basketball player, that competitive instinct has always been embedded in me and certainly helps professionally.” Coupling that competitive spirit with the humility to listen and the empathy to understand, she recognizes that, “you don’t always have to be the first person to speak. Sometimes your words can be more powerful if you use fewer of them.”

Uranker also highlights how humor can go a long way to creating connections as it can be used to “lighten intense moments and to drive home a point while building relationships.”

Mentorship and Sponsorship Across Diverse Communities

Uranker acknowledges that no leader succeeds alone and feels fortunate to have had mentors and managers who recognized her skills and potential, helping to build her confidence early in her career. She hopes to do the same for others and is excited to be a part of programs at Goldman that foster those relationships.

“Goldman has done quite a bit to establish frameworks that connect senior people to more junior folks in their career, but also paying special attention to diverse communities. I’ve had the incredible opportunity to be a mentor in our Black and Hispanic Analyst and Associate Initiatives.”

Uranker finds mentoring to be mutually rewarding as she learns from her mentee’s experiences and appreciates how their generationally different viewpoints can generate fresh ideas for improving the business.

Speaking specifically to the LGBTQ+ community, she notes that most of her mentorships and sponsorships have been informal, with people seeking her out after seeing her speak or knowing about her role in leading the LGBTQ+ Client Engagement Pillar. In reflecting on how young LGBTQ+ folks might create those informal connections, Uranker advocates for finding “someone who you want to spend time with and talk to; not forcing a relationship or a mentorship.” She also emphasizes not being afraid to ask, even if it might seem intimidating.

“There was a mentor I had who said, ‘If you don’t ask, you don’t get’. I think particularly for women it’s a great reminder to make your voice heard. Put your hand up and ask because the worst thing that can happen is, someone says, no.”

Embracing Additional Leadership Opportunities

Uranker’s approach to building leadership experience includes formal and voluntary approaches, as she is co-head of the Americas LGBTQ+ Client Engagement pillar and serves on the Asset & Wealth Management Inclusion & Diversity Council. She underscores the benefits of participating in and holding leadership positions in these groups, particularly at a large company like Goldman Sachs.

“First, it gives you a great way to meet people across the firm that you may not have met otherwise. Also, it provides people with an additional opportunity to flex leadership muscles and to demonstrate those skills in a different environment, perhaps one that might feel more natural to them and who they are as a person.”

Uranker shares how networks like the LGBTQ+ Inclusion Network foster cross-divisional collaboration and bring clients together in a meaningful way.

“We always look for interesting ways to gather our LGBTQ+ clients and regularly put together events to engage with them. We have one coming up in celebration of Pride.” She continues, “Coordinating events like that are a really fulfilling and fun opportunity to work cross-divisionally in a big organization and have the LGBTQ+ piece be the common thread. Through the network, I have had the opportunity to work closely with colleagues in other areas of the firm I don’t typically connect with in my day-to-day role including Mary Baccash, Nora Cruz, and Molly English. These are among the most meaningful partnerships I’ve formed at the firm.”

Dedicated to Community Engagement

Passionate about contributing to the LGBTQ+ community, Uranker served on the board of the Persad Center, an organization in Pittsburgh that provides scalable and free mental health access to the LGBTQ+ community.

“Like many people, I believe that taking care of your mental health is incredibly important and knowing some of the challenges within the LGBTQ+ community, it’s even more important that access to these resources exist.”

After moving from Pittsburgh to Seattle recently, Uranker continues to look for opportunities to give back and is thrilled that Goldman demonstrates this same commitment to philanthropy through programs including Community Teamworks. She explains, “through the program, employees are encouraged to take at least one day to volunteer with their colleagues in their communities. Last year, I had the opportunity to clean up some of the trails here in the Seattle region for hikers, which I really enjoyed.”

Outside of work, Uranker makes sure to take some time to decompress by practicing yoga. She also enjoys playing basketball, traveling with her wife, and reading. Interestingly, her book recommendations demonstrate that she is as much a well-rounded reader as she is leader, noting that she recently read and loved the nonfiction book, “Stolen Focus: Why You Can’t Pay Attention” by Johann Hari and the memoir “Crying in H Mart” by Michelle Zauner.

By Jessica Robaire

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Marion Regnier: Partner, Technology Strategy, PwC

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Marion RegnierTwelve years ago, we spotlighted Marion Regnier in our “35 under 35” segment, where she shone as a Senior Associate at PwC. Fast forward, Regnier ascended to partner and has also embraced motherhood, marking a dynamic journey of professional and personal growth. Regnier shares what she has learned in this phase of her career and her insights on leadership, client relationships and the importance of great colleagues.

Making Partner

Becoming a partner in 2020 amid the pandemic was a unique experience for Regnier, as she celebrated virtually with a morning glass of champagne in front of her laptop. Despite the solitary setting, it marked a significant moment of recognition for her hard work, instilling a deep sense of pride and responsibility as the firm entrusted her with this title. Since becoming partner, Regnier finds joy in the realization that the role affords her greater control over how she allocates her time, enabling her to direct her efforts towards activities that resonate more closely with her passions.

“Becoming partner has allowed me to create a balance of where I spend my time between driving impact at our clients, collaborating with my team, working on innovative projects, and nurturing and developing relationships with clients. I enjoy my work a lot more because I have more control over where I can make an impact and focus my efforts.”

Making an impact is important to Regnier, particularly as it relates to finding creative solutions for her clients. In her role as partner in technology strategy, she is energized by the challenge of exploring ways to rethink and reframe her clients’ complex problems to come up with innovative solutions.

“Innovation is significant to me as it involves applying creativity to how we work and problem solve as a team as well as addressing our clients’ challenges. We need to strike a balance between leveraging our experience and taking calculated risks to think differently. Merely repeating past strategies may not yield the desired results for every client; we need to creatively rethink our approach to maximize impact and factor in each companies’ culture, values, goals and ability to absorb change.”

Thinking Ahead and Being Proactive

In contemplating the factors contributing to her advancement as a leader, Regnier underscores the significance of proactively taking initiative and anticipating both clients’ future needs and the needs of the organization.

“Instead of thinking transactionally when working on a project, it is important to be proactive in anticipating clients’ future needs. Our clients are busy and often time-slice constantly. We are of most help when we can think 10 steps ahead and advise on what they need to do now to prepare. It’s about constantly thinking ahead as opposed to only reacting.”

Not only does Regnier take this proactive approach externally when working with clients, but she also uses it internally to reflect on where there might be a value-add for the firm.

“For me, it is interesting to notice where in the organization there is a void or a white space for a particular type of service that we should provide to our clients based on demand, questions we are getting, and general market evolution. Then putting together a strategy to fill the gap that understands and meets clients’ needs effectively.”

Regnier sites a recent example of how she used this approach to address the environmental needs of a client’s CIO (Chief Information Officer).

“A CIO is a huge player in trying to help their company achieve climate goals, and we needed to comprehensively respond to their questions on what is an effective IT sustainability strategy. As technology creates a material carbon footprint, in particular for industries that are more digital than physical, a CIO has very specific needs, requiring a thoughtful strategy to embed environmental principles, measurements, ways of working to deliver IT services differently. Consequently, I proactively raised my hand to address this specific need.”

What started as taking initiative in addressing an organizational need has turned into a passion project for Regnier, as she notes that she enjoys working on something that she really cares about. She also sees it as a strategic move in her career, as she is inclined towards exploring emerging areas with both personal interest and potential business value.

You Don’t Succeed in Your Career Alone

Beyond thinking innovatively and being proactive, Regnier emphasizes the importance of collaboration as central to career success.

“You don’t succeed in your career alone. It’s not enough to just work hard or effectively. It’s about doing the work not alone, but in collaboration, and finding a group of people with whom you get problems solved and outcomes accomplished.”

Regnier distinguishes collaboration from building a network as she sees a network as more of a web of acquaintances who might help with information, referrals, or advancement. In her view, true collaboration is interconnectedness, an ecosystem of people where there is give and take and you are challenged and coached, and it’s reciprocated.

She reflects, “Earlier in my career, I thought what mattered to be successful was being excellent at my job and prioritized “doing the work” above all else. Then I came to recognize overtime and with seniority that the relationships formed and the collaborative work with others were more impactful. You have to be open to that collaboration and not solely focused on your own success because the success of the collective also matters. Meaning the success of the project, the success of the client, and the success of the firm. That is why the interconnectedness of collaborators in driving value and outcomes is so important.”

At PwC, Regnier finds that true collaboration can happen because of the emphasis on teamwork. She shares, “Our profession is suited for collaboration because we work in teams that aren’t static. We have an organizational team, and then we have project teams, therefore the composition is always changing. This dynamic structure allows us to engage in different projects and topics with various groups and be exposed to a variety of thinkers who constantly allow you to grow and step outside of your comfort zone.”

Sponsorship as a Change Agent

Sponsorship is another key facet of Regnier’s perspective that “you don’t succeed in your career alone”. Regnier cites one of her own sponsors as integral to her professional growth.

“He’s always believed in me and inspired me to be better. He also gave me a different perspective and opened up the aperture to look at things in new ways, to not only focus on “doing” but rather to rethink how to best focus on value. I appreciate that he continues to challenge me.”

Regnier also sees sponsorship as a vehicle for creating change not just for an individual, but for the organization as a whole. She values talent development and understands the skills, experience, and responsibility to create more diversity in leadership. Regnier points to the value of finding opportunities for women and other talent such as LGBTQ and BIPOC individuals to develop skills that will help take them forward and upward.

“When you give any person the right opportunity needed to help them grow or acquire new skills, you are taking the time to invest in them. To me that is core to leading. It’s not only about putting someone knowledgeable on a project, but rather thinking about who you can give that opportunity to so that they can develop new skills, and this includes thinking about who doesn’t get asked, typically.”

Development of people also extends to organizational commitment when it comes to supporting people through different chapters of their life.

“PwC understands and supports new parents very well. I was able to take parental leave when my wife gave birth to our first child and then again when I gave birth to our second child. It is this type of commitment to all parents that allows people to perform at their highest levels. I even can use an emergency childcare service several times per year to cover any contingencies in childcare.”

Even once people make it to partner, Regnier believes that it is important to continue to invest in leaders’ development.

“After you make partner, you’re left with a queasy sense of… what’s next? That is where the focus on impact for our clients and paying it forward via sponsorship can be effective in helping junior partners learn from senior partners. For example, they can bring their “sponsee” to a board meeting not only because they might have something to bring to the table, but also as an opportunity for experiential learning and succession planning.”

Outside of work, Regnier is exploring the balance and embracing the joy of having two kids under three years old. Immersing them in her native French language is important to her, and taking the time to teach them to solve problems and care for others is core to what she defines as parenthood.

By Jessica Robaire

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Mandy Wan: Managing Director, Head of Markets, Co-Head of CIB APAC, Wells Fargo

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Mandy Wan“You have to put in dedication and hard work to be successful. There are no short cuts,” says Mandy Wan. “Stay true to your core principles and advancement will follow. Be open-minded to embracing new opportunities and giving them your best effort.”

Wan shares how she values learning from diverse experiences, her insights on setting the right culture in a team, and what it means to be a leader who “walks the talk.”

Finding the Right Fit on the Trading Floor

Wan learned from an early age the value of hard work and determination in pursuing her dreams. Growing up in Hong Kong as the eldest child of parents who were refugees of the Chinese Cultural Revolution, Wan took care of her younger brothers and worked after school and during summer breaks to help contribute to the family. Recognizing that to build the life she wanted, she needed to find the right job to support it, Wan attended business school with a focus on accounting.

Although Wan ultimately found accounting wasn’t for her, she remained motivated to work in an environment where she could learn and meet people from different backgrounds and explore other countries. She found what she was looking for on the trading floor.

“During my final year of school, I secured a part-time role at UBS where I worked on the trading floor. It became clear to me that this was where I wanted to be. The environment is incredibly diverse, with people from many different cultures, and the fast-paced, dynamic nature of the job presents new challenges every day, making it exciting.”

Directing her energy and enthusiasm to every opportunity, Wan successfully moved up through UBS, having the chance to travel around the world to market Asian financial products. She relished these experiences as they broadened her horizons, giving her a window into how other people communicate and make investment decisions. Now as the Managing Director, Head of Markets, and Co-Head of CIB APAC at Wells Fargo, Wan channels her tenacity and drive into leading Wells Fargo’s APAC Markets business.

Shaping the Business from the Ground Up

Wan’s entrepreneurial spirit shines through when she describes her passion for leading the Wells Fargo Markets business in APAC.

“I have a full mandate to manage the client franchise in Asia. The opportunity is thrilling as it allows me to envision and shape the business we aim to create from the ground up. I love that aspect because I get to continually learn and be challenged by it.”

In addition, Wan points to the people she works with as integral to what makes her feel deeply committed in her role. She highlights the advantage of being able to recruit those who share that drive when you are in the position of starting anew.

“I always feel more energized when there are people around me who share the same passion.” She continues, “When you build a business, you have the opportunity to assemble the team, and you want to look for someone who is entrepreneurial and energetic and has the passion to enhance the business. When you get the chance to pick a team like that, people feel invested in the sense of ‘we get to do this together.’”

Setting the Right Culture

Another advantage of leading the process of developing a business and team is being able to shape the culture from the beginning. For Wan that means, “a culture of doing the right thing, of running the business, and doing what’s right for the customer and the company. The customer values partnership a lot more and are looking for a trusted party to help them really talk about how we can help them become financially successful.”

Setting an ethos of integrity not only aligns with what customers want, but it is also what members of the team want. As Wan reflects, “employees these days desire to work for a company with aligned aspirations, where they can develop personal achievements. They’re looking for meaningful goals that matter to them, and they want to work alongside people they respect and can learn from, and this particularly applies to recruiting and retaining young talent.”

As setting the right culture recruits, retains and motivates the team, it ultimately is good for business.

“A positive culture can lead to favorable P&L outcomes, as well as financial success and satisfied customers.”

Being a Leader who “Walks the Talk”

In thinking about how she creates the right culture for the business and her team, Wan points to effective communication and recognizing that you have to “walk the talk” as a leader.

“I give very candid feedback, but constructively. The team also needs to feel comfortable to embrace candor with each other in a respectful way.”

She highlights that, “this industry is all about people and the number one thing about working with people is communication. I always urge people to reflect on and improve their communication style.”

As Wan sets the tone for communication by being respectful, but constructive in her interactions, she also is purposeful in how she shows up as a leader, in some cases quite literally.

“The most important thing is that you yourself have to walk the talk. For example, after Covid, a lot of people wanted to work from home. But if you want the team to be in the office, you have to show up. You are demonstrating to them, ‘I’m here and this is why we are here: we need to talk to each other, we need to communicate, because we are on the trading floor’.”

Another example of how Wan models her expectations of others is in how she supports her team’s development.

“If you want people to really take care of junior talent on the floor, you must start with yourself. Consider how you would invest time and mentor your team members. Eventually, everyone will observe your behavior and realize that they should follow suit.”

Be Present in Everything That You Do

Wan relocated to Singapore from Hong Kong last year. Although this wasn’t the first time Wan lived in Singapore, it was the first time she made the move as a mother of three young boys. Getting a family settled while leading the APAC hub made for a busy year and Wan reflects that at times when it’s hard to find work-life balance, she puts extra effort in organizing her schedule, focusing on staying present, and engaging in doing what she committed that time to do.

“Multitasking is a myth. You have to stay focused on what you’re doing in the time that you assigned for it, and then you will find that you are a lot more efficient, therefore improving the quality of time you spend with your family and outside of work.”

Wan also prioritizes wellness and staying active and loves to connect with her kids through sports. As a family they ski, snowboard, and play golf together. She extends this passion for wellness to her work. She is a strong supporter of wellbeing and employee engagement initiatives across the region as a way to engage with her colleagues, devote time to their wellbeing, and give back to the community. Wan is the Executive Sponsor for the Diversity, Equity and Inclusion council in APAC and leads with authenticity and a style that is evident both in the office and in her recreational pursuits.

“Focusing on building the right culture is important for the entire firm. That’s why it is important for me to walk the talk and show up.”

By Jessica Robaire

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